Organizations and supervisors as sources of support and targets of commitment: a longitudinal study
Article first published online: 5 MAR 2003
Copyright © 2003 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 24, Issue 3, pages 251–270, May 2003
How to Cite
Stinglhamber, F. and Vandenberghe, C. (2003), Organizations and supervisors as sources of support and targets of commitment: a longitudinal study. J. Organiz. Behav., 24: 251–270. doi: 10.1002/job.192
- Issue published online: 20 MAR 2003
- Article first published online: 5 MAR 2003
- Manuscript Accepted: 6 JAN 2003
- Manuscript Received: 18 JAN 2002
- Belgian National Fund for Scientific Research. Grant Number: 2.4528.99
- Special Fund for Research of the Catholic University of Louvain
The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceived supervisor support, affective commitment to the organization and supervisor, and turnover. Affective commitment to the supervisor was found to completely mediate the effect of perceived supervisor support on turnover, whereas neither perceived organizational support nor organizational affective commitment were significantly related to turnover. Perceived organizational support partially mediated the effect of favorable intrinsically satisfying job conditions on organizational affective commitment and fully mediated the effect of extrinsically satisfying job conditions on organizational affective commitment. Finally, perceived supervisor support totally mediated the effect of favorable intrinsically satisfying job conditions on affective commitment to the supervisor. As a whole, findings suggest that exchange relationships between employees and their supervisors should be further investigated in future turnover research. Copyright © 2003 John Wiley & Sons, Ltd.